COMM 2500 : Organizational Behavior : Problem of Perception Distortion
3. Discuss the factors that limit and distort our perception and contribute to bias.
Answer:
Introduction:
One of the most intermediating problems that every individual faces in both the real world and the organization in which that person is working is the problem of perception distortion and bias (Gaertner and Dovidio 2014). Both the issues are a major setbacks in the whole matter as with these issues, it becomes impossible for the person to gain the exact amount of knowledge and skills for the real implementation of the skills and the same. The problem of bias and distortion of perception is there in every sense of the modern world and so it becomes a weary problem not to deal with it (Turner 2014). There are a number of ways in which the concept of bias and perception misplacement can be controlled which is one of the major themes and aspects that has been described in the report. The following paragraphs highlight the problems and the concepts of bias and perception disruption and the means that can be employed to control the same.
2. Perception and Bias
Perception is defined as the way and the method in which some of the things are being understood and regarded by the individual for a specific reason or subject. The theme of perception is one of the major in the sector of organizational behaviour as in the process, the whole process of perceiving certain themes and objects with the sensory stimuli is there in the same (Milkman, Akinola and Chugh 2015). The total concept of perception has four of the major ways in which the things are done namely receiving, selecting, organizing and interpreting. These four process together make sure that each of the things that are being perceived in the organizational process are actually influenced by some of the external and internal factors liable to the same (Cortina et al. 2013).
Bias is defined as the kind of human behaviour that discriminates between two sectors of the persons and also influences the behaviour and tendency to believe about one another based on the various types of concepts and perceptions that are there in the minds of the people. The concept of bias is there in various fields of study which has the similar sense in all the major terms (Lewis, Hardy and Snaith 2013). The concept of bias has various forms in the concepts and methods related to the management which are namely –
First Impression Bias – The managers in a management often focus on the first impression of a person and derive a perception regarding that impression for a prolonged period. These kind of bias where a person can be subjected to both positive and negative views based on the first impression done by the first impression is termed as the first impression bias (Martell, Emrich and Robison-Cox 2012).
Recency Bias – The concept of recency bias is defined as the bias that the managers of management have in terms of the present situation about the employees. The recency bias is there in the management due to any recent activities and the unduly change of behaviour in the bias scenes (Lundgren and Svensson 2014). The recency bias can be both positive and negative in the sense like from positive to negative or from negative to positive.
Spill over Bias – Spill over bias is defined when the management creates bias in the minds due to the past problems with the employees. The spill over bias is sometimes due to the past problems and the managers are not able to forget those issues.
Negativity Bias – The negativity bias is defined as the image that the management have in mind regarding the negative aspects of the human beings when they are taken together (Mueller, Melwani and Goncalo 2012). This bias is the most common in the sector and is derived from the human minds.
In-group Bias – This is one of the most common types of bias in the organization when management shows favouritism and partiality between employees and differentiates between groups of people in a group. The in-group bias is one of the basic features incorporates.
Similarity Bias – The similarity bias refers to the perception of the people to like people who are like themselves and dislike people who are different (Schmidt and Hunter 2014). This kind of bias is mainly is done between the employees and also within the employees.
3. Factors that limit and distort the perception and lead to bias
There are a number of factors that limit the perception of a person and lead to the bias created by the human minds. The factors that lead to the limited perception and creation of bias in the minds of the individuals are as follows –
- Motives and needs – One of the most effective factors that leads to the distortion of perception and bias is the motives and needs among the people who are motivated for doing so. The motives and needs of the person are made sure to create a sense of bias in between persons and also to make sure that the motives and needs are being addressed (Alfes et al. 2013). The motives of the persons are one of the major reasons to why the bias are there in the person.
- Conception – The conception of a person differs from other persons and so the differentiation in concept leads to the various forms of bias in the minds of the people. The conception and the creation of the same leads to the bias in the minds of the individuals which creates a problem in the self.
- Experience from past – The experience from the past also creates the bias in the minds of the individuals which symbolises that past behaviour and experience makes sure to have proper concept of the bias in the same manner (Fuchs and Edwards 2012). The experience from the past can be both positive and negative which means that the bias formed can be both positive and negative.
- Psychology – The psychology of the individual also plays a vital role in the bias creation in the minds of the person who is actually accentuating the bias. The bias of the person is totally dependent on the psychology of the person which is the result of either positive or negative in the bias minds.
- Believes – Believes of a person is also dependent on the minds and influence the bias of the person. The bias in the minds of the person is also dependent on the believes of the person and also on the believes and the motives of the minds.
- Expectations from others – The expectation from the minds of the other is one of the basic feature that creates bias in the minds of the individual. The expectations from others also make sure that bias is created in the minds of the individuals and this makes sure that the bias created is also sufficed to the self.
- Situation – The situation of a person also leads that person to create bias in the minds of the individuals. The situational analysis of bias helps a person to have a comparative effect of bias in the sense of the term (Miyake and Friedman 2012). The situational bias can be sometimes unintentional and therefore can vary with the same.
- Culture – The culture of a person helps the person to make or create bias in the minds of the person. The culture also make sure that the person on whom the bias has been created is also getting the same scope to create the bias. Culture therefore is a prime factor for the creation of bias.
- Vibe – The vibe and frequency of a person is also regulated and influence the level of bias that has been created in the minds of the person. The frequency is also related to the similarity vibe that has been created in the minds of the persons. The vibe and frequency is also related to the bias created (Hedman and van Ham 2012).
- Similarity – The similarity of the person is also related to the bias that has been created in the minds of the person due to the similarity reasons that has been there in the persons. Due to the similarity bias, the people are more prone to be biased towards person who are not like the regular persons.
- Dislike a common person – The common dislike for a person is another reason that makes sure that the persons have their bias level in the stated fact. The common dislike for a person is one of the major reasons that makes a person dislike the people in the common arena.
4. Process to overcome the bias
In order to overcome the bias, there are a number of process and methods that are to be applied for the management of bias in the situation which are as follows –
Communication – Communication is one of the major ways in which bias can be reduced to a major extent in workplace organization. The ways in which the office places communicate with each other are one of the major ways in which the bias and the perception of the employees can be reduced in the workplace (Hayden et al. 2013). Communication between the different levels of employees and even between the manager sand the employees are one of the major ways in which the communication between the parties can affect, The communication of the employees are there for the reduction of bias.
Training for the reduction of bias – The training of the people must be given so that the amount of bias can be reduced for the employees and between the employees for the prolonged period. The training for the reduction of bias is there in the process which is one of the major reasons that help to reduce bias in the prolonged period. The training for the acceptability for all is a must in the sense (Robbins et al. 2013). Development sessions should be created in the workplace so that every individual should have an even access to all the things and there are no concepts of bias in the given scenario.
Make groups – Making groups is one of the major reason that make the person escape the bias that is there in the individual. The small groups of people should be done so that every person can accept and make out the various means that is there in the world in relation to the discrimination and bias in the minds. The groups help the person to make sure that no body has been discriminated by any means either by the authorities or by the employees in the workplace and so that no bias is created in the minds of the persons.
Interaction between employees – The interaction between employees is another major way in which the bias among the employees can be reduced to the minimum (Wong, Wong and Ngo 2012). The interaction favours the communication which eliminates any bias in the employees and creates an environment that accentuates equality in the minds of the persons. The interaction between the employees therefore reduces for the discrimination in the minds of the persons.
Recreational activity – The recreational activities that are involved in the minds of the persons are some of the major aspects that reduces the mode of discrimination in the minds of the employers and employees and thereby reduces bias (Miyake and Friedman 2012). The bias that has been created in the minds also makes way for the recreational measure that has been created. The recreational measure also helps the person to know the certain problems that is there in the minds minimising bias.
Reduce discrimination session – Sessions can also be done to reduce discrimination in the minds of the employers and the employees working in the process. The session that encourages reduction in discrimination is also there to make sure that no place for bias is there in the organization.
Conclusion:
In conclusion, it can be said that bias and perception are two of the concepts that are there in the organization and for that reason the employers need to work more in the case. The perceptions of the bias and the ways to reduce the same is stated in the report. In addition, the different kinds of remedies for the bias and the organizational conducts that can be done is also written in the manner. The concluding status also states that bias is a measure that is present but should not be so in any case.
Reference:
Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), pp.330-351.
Cortina, L.M., Kabat-Farr, D., Leskinen, E.A., Huerta, M. and Magley, V.J., 2013. Selective incivility as modern discrimination in organizations: Evidence and impact. Journal of Management, 39(6), pp.1579-1605.
Fuchs, S. and Edwards, M.R., 2012. Predicting pro?change behaviour: The role of perceived organisational justice and organisational identification. Human Resource Management Journal, 22(1), pp.39-59.
Gaertner, S.L. and Dovidio, J.F., 2014. Reducing intergroup bias: The common ingroup identity model. Psychology Press.
Hayden, J.A., van der Windt, D.A., Cartwright, J.L., Côté, P. and Bombardier, C., 2013. Assessing bias in studies of prognostic factors. Annals of internal medicine, 158(4), pp.280-286.
Hedman, L. and van Ham, M., 2012. Understanding neighbourhood effects: Selection bias and residential mobility. In Neighbourhood effects research: New perspectives (pp. 79-99). Springer, Dordrecht.
Lewis, E.F., Hardy, M. and Snaith, B., 2013. Estimating the effect of nonresponse bias in a survey of hospital organizations. Evaluation & the health professions, 36(3), pp.330-351.
Lundgren, M. and Svensson, I., 2014. Leanings and dealings: Exploring bias and trade leverage in civil war mediation by international organizations. International Negotiation, 19(2), pp.315-342.
Martell, R.F., Emrich, C.G. and Robison-Cox, J., 2012. From bias to exclusion: A multilevel emergent theory of gender segregation in organizations. Research in Organizational Behavior, 32, pp.137-162.
Milkman, K.L., Akinola, M. and Chugh, D., 2015. What happens before? A field experiment exploring how pay and representation differentially shape bias on the pathway into organizations. Journal of Applied Psychology, 100(6), p.1678.
Miyake, A. and Friedman, N.P., 2012. The nature and organization of individual differences in executive functions: Four general conclusions. Current directions in psychological science, 21(1), pp.8-14.
Mueller, J.S., Melwani, S. and Goncalo, J.A., 2012. The bias against creativity: Why people desire but reject creative ideas. Psychological science, 23(1), pp.13-17.
Robbins, S., Judge, T.A., Millett, B. and Boyle, M., 2013. Organisational behaviour. Pearson Higher Education AU.
Schmidt, F.L. and Hunter, J.E., 2014. Methods of meta-analysis: Correcting error and bias in research findings. Sage publications.
Turner, M.E. ed., 2014. Groups at work: Theory and research. Psychology Press.
Wong, Y.T., Wong, C.S. and Ngo, H.Y., 2012. The effects of trust in organisation and perceived organisational support on organisational citizenship behaviour: A test of three competing models. The International Journal of Human Resource Management, 23(2), pp.278-293.
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